Sales and Operations Planning Diagnostic Assessment

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Company Name*

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Department*

Select the name from the list below that most closely reflects the Department you work for

Commercial

Design Engineering

Manufacturing

Quality

Procurement

Planning

Finance

Overall Process Framework

Process deployment materials agreed with Site leadership team and documented [1_1]*

There is a document process detailing the information to be gathered and reviewing in the demand review, supply review and the senior/executive meeting

Yes

Overall S&OP & each Stage Process Owner and Facilitator identified and managing the process [1_2]*

There is defined and agreed owner for each stage of the S&OP process with an overall owner of the process

Yes

Cross-functional representation & input delivered at each stage of the process [1_3]*

Each stage of the S&OP process has a clearly defined terms of reference that details who should attend, the information to be reviewed and the decisions that can be taken or that require escalation to the senior/executive S&OP meeting

Yes

S&OP meetings scheduled for minimum 6 months forward [1_4]*

The S&OP calendar is defined and meeting requests cover at least the next 6 months

Yes

Meeting minutes, action plans and decisions made documented and available in shared location [1_5]*

The forum leader ensures actions are captured and then monitors in the following meetings to ensure they are executed and completed

Yes

Data Validation

Documented daily/weekly/monthly data validation & governance process [2_6]*

All data sources are defined along with standard reports to support business scorecard metrics, demand forecast and manufacturing load and capacity

Yes

Forecast accuracy analysis completed monthly and actions documented to resolve outliers [2_7]*

The demand planning team monitor the forecast vs the actual sales and have a defined calculation to determine forecast accuracy

Yes

Production resources capacity and capability updated monthly [2_8]*

All manufacturing work centres have a declared and demonstrated capacity which are monitored on a monthly basis and fed into the S&OP process

Yes

ABC classifications run monthly and updated into PFEP/9-Box tool [2_9]*

There is documented classification for every material i.e. it’s a stocked item (MTS) or made to a specific order (MTO). the classification is captured in a standard template i.e. 3x3 matrix ABC based on revenue and XYZ based on sales frequency. The strategy is reviewed monthly and refreshed at least quarterly

Yes

Demand Plan

0-24 month base forecast refreshed and documented monthly [3_10]*

There is monthly product forecasting process that is disaggregated down to the individual item

Yes

0-24 month consensus forecast reviewed and approved monthly with cross-functional stakeholders [3_11]*

The forecast is monitored monthly and used as the feed to the monthly demand review

Yes

Risk & Opportunity tracker maintained and driving gap closure to revenue actions [3_12]*

The forecast, actual sales and budget are monitored to identify gaps (risks and opportunity)

Yes

0-24 month units/value revenue bridge to targets reviewed and documented [3_13]*

The identified gaps are evaluated and risks documented

Yes

Supply Plan

Site Working Calendar maintained for all critical resources [4_14]*

The planning systems is based on a defined calendar that is agreed with manufacturing and is maintained at the production asset/work centre level including shift patterns

Yes

Major preventive maintenance closures calendar maintained [4_15]*

Planned shutdowns are communicated to all funcations and refelcted in the planning system as unavailable capacity (production time)

Yes

New Program development requirements forecast maintained [4_16]*

Product life cycle management (PLM) and New product Introduction (NPI) is integrated into the S&OP process and influences the demand forecast

Yes

0-24mth Supply Plan scenarios developed to fulfil demand, meet Inventory target and optimize resources [4_17]*

Planning develop alterative scenarios where demand can not be met, factoring in building inventory in advance, increased capacity or deferred sales

Yes

Key strategic supplier forecasts updated & communicated [4_18]*

Key suppliers are known and actively managed by the Procurement team. Regular supply forums are in place where forecast and supply risk are managed

Yes

Pre-S&OP / Exec S&OP

What-if demand & supply scenarios documented for recommendation at the Exec S&OP Meeting [5_19]*

Planning develop alterative scenarios where demand can not be met, factoring in building inventory in advance, increased capacity or deferred sales - scenarios are evaluated for risk and cost before presenting to the senior leadership for a decision in the Exec S&OP meeting

Yes

Approved 0-24 month constrained demand plan documented & communicated [5_20]*

As an output of the monthly S&OP process the approved 24 month forecast is shared with the stakeholder functions

Yes

Constrained supply plan allocated to priority demand through management approved process [5_21]*

The business has an agreed approach to managing constrained supply

Yes

Approved 0-24 Master Supply Plan updated into Site ERP for execution/Operational Planning [5_22]*

The approved 24 month forecast is loaded into the planning system to drive dependant demand for raw materials, components and packaging materials

Yes

Performance Measurement

Meeting effectiveness checklist completed monthly to self-assess process quality [6_23]*

The forum leader monitors attendance in order to drive effective time management and decision making

Yes

Group / Peer group review of meeting content and effectiveness implemented [6_24]*

The forum leader monitors outputs to ensure they meet the business requirements

Yes

KPI dashboard reviewed monthly with mitigation actions tracked for off-plan performance [6_25]*

The business scorecard is an integral element of the S&OP process. Deviation from plan and target triggers actions that are monitored in subsequent meetings

Yes

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Sales and Operations Planning Diagnostic Assessment